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description

When students have the English-language PDF of this Brief Case in a coursepack, they will also have the option to purchase an audio version.

Clayton Industries, a sixty-year-old U.S.-based firm in the HVAC (heating, ventilation, and air conditioning) industry, with nearly $1 billion in revenues, has gradually built a presence in a number of countries, including several in Europe. Peter Arnell, previously Clayton's successful country manager for the U.K., has been asked to take over the Italian subsidiary, which has recently been struggling on several fronts. Arnell must juggle the strategic objectives of his manager (the head of Clayton Europe) and of the firm's Wisconsin-based CEO while overseeing the day-to-day activities of the business in this new setting. Many of Arnell's challenges derive from his dual responsibilities of handling manufacturing as well as sales of Clayton products in his new home country.

learning objective:

1. Understand the country manager's struggle to align corporate strategies and regional priorities with local conditions, and to do so while operating within occasionally conflicting needs and objectives. 2. Explore the ways in which effective implementation not only requires an understanding of external strategic opportunities and threats, but also a sensitivity to internal organizational interests and constraints.